ANNUAL REPORT 2009 FUGRO N.V. Colophon
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Cautionary note with regard to “forward-looking statements” Some statements in this Annual Report are “forward-looking statements”. By their nature, forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that may occur in the future. These forward-looking statements involve known and unknown risks, uncertainties and other factors that are beyond PostNL’s control and impossible to predict and may cause actual results to differ materially from any future results expressed or implied. These forward-looking statements are based on current expectations, estimates, forecasts, analyses and projections about the industries in which PostNL operates and PostNL management’s beliefs and assumptions about future events. You are cautioned not to put undue reliance on these forward-looking statements, which only speak as of the date of this Annual Report and are neither predictions nor guarantees of future events or circumstances. PostNL does not undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events or circumstances after the date of this Annual Report or to reflect the occurrence of unanticipated events, except as may be required under applicable securities laws. Table of Contents 1 We are PostNL 3 2 Message from Herna Verhagen 11 24 hours in PostNL Business Report 3 How we create long-term value 15 4 Our strategy 22 5 What sets us apart 31 6 Mail in the Netherlands 42 7 Parcels 48 8 International 55 9 Performance 2017 and outlook 2018 -
Remuneration Report
REMUNERATION REPORT The first part of this report outlines the remuneration policy REMUNERATION POLICY for the Board of Management as it has been adopted over The main objective of Fugro’s remuneration policy is to time, while the second part contains details of the attract, motivate and retain qualified management that is remuneration in 2015 of the members of the Board of needed for a global company of the size and complexity of Management and of the Supervisory Board. Fugro. The members of the Board of Management are More information on remuneration and on option and share rewarded accordingly. Variable remuneration is an important ownership of members of the Board of Management is part of the total package. The remuneration policy aims at available in note 5.64.2 of the financial statements in this compensation in line with the median of the labour market annual report. This remuneration report is also available reference group. The current remuneration policy was on Fugro’s website. adopted by the AGM on 6 May 2014 and took effect retroactively as from 1 January 2014. As mentioned above, This report has been prepared by the remuneration the policy was amended in the AGM on 30 April 2015. Within committee of the Supervisory Board. The main function of the framework of the remuneration policy, compensation for this committee is to prepare the decision-making of the the Board of Management is determined by the Supervisory Supervisory Board regarding the remuneration policy for the Board on the advice of the remuneration committee. Board of Management and the application of this policy to the remuneration of the individual members of the Board of Labour market reference group Management. -
Of Looking Forward
WINTER 2010 RSMThe Alumni and Corporate Relations MagazineOutlook of Rotterdam School of Management, Erasmus University 40OF LOOKING YEARS FORWARD CELEBRATING FOUR DECADES OF RSM THE GREAT REUNION A SPECIAL HOMECOMING LEADERSHIP SUMMIT VIEWS FROM THE TOP HONOURING acHIEVEMENT OUTSTANDING ALUMNI AWARDED iwill.rsm.nl HOW WILL YOU MAKE A DIFFERENCE? OF MANAGEMENT L ROTTERDAM SCHOO I WILL inner front final.indd 1 12-Nov-10 10:53:06 AM OUTLOOK / WINTER 2010 Contents 24 20 30 MAIN FEATURE: 40 YEARS OF LOOKING FORWARD 20 | From humble origins 24 | Recognising excellence 30 | RSM Leadership Summit to global star Recognising that the greatest resource Senior executives from the highest As RSM celebrates its 40th anniversary, of RSM is its alumni, the Distinguished echelons of business gathered in what better time to reflect, not just Alumni Awards serve to publicly honour Rotterdam at the RSM Leadership Summit upon its humble origins, but also on the five outstanding and influential leaders to share rare and candid insights into how challenges the school will face in the who have made their mark on society successful organisations ride out the years ahead if it is to remain a first class and stand as inspirational role models waves of uncertainty created by these educator of leaders. for everyone. unsettled times. RSM OUTLOOK WINTER 2010 03 OUTLOOK / WINTER 2010 RSM OUTLOOK WINTER 2010 RSM OUTLOOK is published by 40 | Liquid assets Rotterdam School of Management, Erasmus University Learn why RSM has joined forces with leading DEAN industry bodies to become the first major business George Yip school to offer a Water Specialisation course as MARKETING DIRECTOR part of its Executive MBA Programme. -
Annual Report 2007 FUGRO NV
ANNUAL REPORT 2007 FUGRO N.V. FUGRO 2007 REPORT ANNUAL FUGRO N.V. Annual Report 2007 GEOTECHNIEK MILIEU ONDERZOEK MARINER Colophon Fugro N.V. Veurse Achterweg 10 2264 SG Leidschendam The Netherlands Telephone: +31 (0)70 3111422 Fax: +31 (0)70 3202703 Concept and realisation: C&F Report Amsterdam B.V. Photography: Fugro N.V., Picture Report, Amsterdam. Fugro has endeavored to fulfil all legal requirements related to copyright. Anyone who, despite this, is of the opinion that other copyright regulations could be applicable should contact Fugro. Text: Boogaard Communications Consultancy (BCC) v.o.f. This annual report is a translation of the official report published in the Dutch language. The annual report is also available on our website www.fugro.com. For complete information, see www.fugro.com Fugro N.V. Veurse Achterweg 10 P.O. Box 41 Cautionary Statement regarding Forward-Looking Statements 2260 AA Leidschendam This annual report may contain forward-looking statements. Forward-looking statements are statements that are not historical facts, including The Netherlands (but not limited to) statements expressing or implying Fugro N.V.’s beliefs, expectations, intentions, forecasts, estimates or predictions (and the Telephone: +31 (0)70 3111422 assumptions underlying them). Forward-looking statements necessarily involve risks and uncertainties. The actual future results and situations Fax: +31 (0)70 3202703 may therefore differ materially from those expressed or implied in any forward-looking statements. Such differences may be caused by various E-mail: [email protected] factors (including, but not limited to, developments in the oil and gas industry and related markets, currency risks and unexpected operational www.fugro.com setbacks). -
Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite
UvA-DARE (Digital Academic Repository) Decline of the corporate community: network dynamics of the Dutch business elite Heemskerk, E.M. Publication date 2007 Document Version Final published version Link to publication Citation for published version (APA): Heemskerk, E. M. (2007). Decline of the corporate community: network dynamics of the Dutch business elite. Amsterdam University Press. General rights It is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulations If you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: https://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. UvA-DARE is a service provided by the library of the University of Amsterdam (https://dare.uva.nl) Download date:03 Oct 2021 decline1.qxp 26-01-2007 11:40 Pagina 1 Decline of the Corporate Community decline1.qxp 26-01-2007 11:40 Pagina 2 decline1.qxp 26-01-2007 11:40 Pagina 3 Decline of the Corporate Community Network Dynamics of the Dutch Business Elite Eelke M. Heemskerk AMSTERDAM UNIVERSITY PRESS decline1.qxp 26-01-2007 11:40 Pagina 4 Cover design: Maedium, Utrecht Lay-out: prografici, Goes isbn 978 90 5356 973 3 nur 741 / 801 © Amsterdam University Press, Amsterdam 2007 All rights reserved. -
Press Release
Press Release Leidschendam, the Netherlands, 22 March 2021 Fugro nominates Barbara Geelen as new CFO The Supervisory Board of Fugro N.V. has decided to nominate Barbara Geelen for appointment as member of the Board of Management and Chief Financial Officer per 12 May 2021. She has been Chief Financial Officer at HES International for the past seven years. Barbara Geelen will succeed Paul Verhagen, who steps down as CFO at the upcoming general meeting of shareholders to become CFO at ASM International. Barbara Geelen (47) has extensive experience in financial management, including corporate finance, project financing, strategic planning, (re)structuring, mergers & acquisitions and management information systems. From 2014 till 2021 she has been CFO at HES International, one of Europe's largest independent bulk handling companies with operations across Europe, owned by private equity. Prior to that Geelen held various (leading) roles at ABN AMRO and gained experience in equity and high yield capital markets transactions, restructuring of companies and managing client teams, among others in the energy sector. She has extensive international experience, having been stationed in London and Singapore. Harrie Noy, Chairman of the Supervisory Board: “We are pleased that Barbara will join Fugro as our new CFO. She has a broad financial background with a strong track record of improving financial performance, based on well- developed execution skills and a hands-on management style. Barbara will play a key role in the implementation of our Path to Profitable Growth strategy, with a particular focus on achieving our financial goals. She has the experience and drive to make a strong contribution to Fugro’s ongoing transformation.” Mark Heine, CEO: “I am confident that Barbara is the right person to further develop the finance function to continue to improve results, building upon the solid foundations that were put in place by Paul Verhagen. -
THE DUTCH FEMALE BOARD INDEX 2015 Prof
THE DUTCH FEMALE BOARD INDEX 2015 Prof. dr. Mijntje Lückerath-Rovers ©M.Lückerath The Dutch Female Board Index 2015 - 2 - Table of contents Nederlandse samenvatting (Dutch Summary) .................................................................................... 4 Introduction .............................................................................................................................................. 7 Terminology ........................................................................................................................................................ 7 Description data and methodology ................................................................................................................. 7 Female directors ....................................................................................................................................... 8 Female directors in 2015 ................................................................................................................................... 8 Appointments and resignations ....................................................................................................................... 9 Multiple board seats ........................................................................................................................................ 11 Companies with female directors ........................................................................................................ 12 Companies with female directors ................................................................................................................. -
The Merger Between Hoogovens & British Steel (Corus)
Anglo-Dutch Cross-Border Mergers: The merger between Hoogovens & British Steel (Corus) 1998-2004 Maurits van Os University of Utrecht Research Institute for History & Culture (OGC) Intermediate paper for EBHA Conference Frankfurt 1-3 September 2005 Abstract The success of Anglo-Dutch companies such as the Royal Dutch/Shell Group (1907) and Unilever has led to the general assumption that this particular national mix for cross-border mergers offers a roadmap for transnational collaboration. The failure of two German-Dutch mergers in the 1970s appeared to confirm this belief. This study analyses if indeed Anglo-Dutch collaborations offer a key to success. Various Anglo-Dutch merger cases, therefore, have been selected for in-depth examination. In this intermediate paper the rather troubled Corus merger is highlighted. The merger between Hoogovens & British Steel did not only fail to generate any profit for either party, it was also unable to realise its goals. After five years this almost resulted in a merger break-up. Using a study by René Olie as basis, a list of supporting and restraining factors for cross-border mergers has been constructed. The Corus merger developments have been implemented in Olie’s checklist, to see if it provides us with an explanation of Corus’ disturbed progress. In agreement with Olie’s list, this paper concludes that unfavourable economic conditions, differences in strategic views, an unclear organisational structure, weak management, and finally cultural differences cause merger difficulties. In an effort to supplement Olie, the effects of the institutional background and organisational set-up on the merger have been analysed. -
Integrated Reporting As a Driver for Integrated Thinking?
Integrated Reporting as a driver for Integrated Thinking? Maturity of <IR> in the Netherlands 2015 Contributors Patrick Seinstra Jennifer Muller Royal BAM Group: Barry Oesman Partner Integrated & Sustainability Deloitte Audit Master Student at London School of Economics and Group Controller Political Science Anneke Sipkens DSM: Kimberley Chan Director Sustainability Deloitte Risk Services Michiel van der Valk Sustainability Manager Master Student Sustainable Business & Innovation at Udeke Huiskamp Utrecht University Nutreco: Jose Villalon Senior Manager Sustainability Deloitte Risk Services Corporate Sustainability Director CSR the Netherlands (MVO Nederland) Erica Kostense-Smit Willem Lageweg Nutreco: Sigrid van Amerongen Manager Sustainability Deloitte Risk Services CEO CSR The Netherlands (MVO Nederland) CSR Manager Ashley Myers Vincent van Marle Heineken International: Jan-Willem Vosmeer Manager Sustainability Deloitte Risk Services Manager CSR Manager Frank Geelen Interviewees Delta Lloyd: David Hoppe Partner CFO Services & Finance Transformation NS: Carola Wijdoogen Communications Advisor Deloitte Consulting Director Sustainable Business Ministry of Economic Affairs: Martin Lok Marco van der Vegte KPN: Hans Koeleman Program Manager Natural Capital Managing Partner Audit and Member Executive Board Director Corporate Communications & CSR Deloitte Holding Avans Hogeschool: Marleen Janssen Groesbeek KPN: Brechtje Spoorenberg Professor Sustainable Finance and Accounting Olivier van Thuijl Manager CSR Senior Manager CFO Services Deloitte -
Press Release
Press Release Leidschendam, the Netherlands, 12 January 2021 Paul Verhagen to leave Fugro after 7 years as Chief Financial Officer The Supervisory Board of Fugro NV announces that Chief Financial Officer (CFO) Paul Verhagen has decided to leave the company. Verhagen, who joined Fugro as CFO and member of the Board of Management in 2014, will step down after the annual meeting of shareholders on 22 April 2021. He will be nominated to become CFO and member of the Management Board at ASM International NV as per 1 June 2021. Harrie Noy, chairman Supervisory Board: ‘We respect Paul’s decision to take on a new challenge after having served as our CFO for 7 years but of course it is unfortunate that he leaves. We are very grateful to him for what he achieved based on his business acumen, commitment and perseverance. Paul played a key role in the substantial refinancing of Fugro which was recently successfully completed. This brings the company in a stable situation, providing Fugro with the financial flexibility to execute on its Path to Profitable Growth strategy.’ Mark Heine, CEO: ‘I want to thank Paul for all that he has done for Fugro. Under his leadership, the finance function throughout the company has been professionalised. Moreover, he made a significant contribution in our transition towards a more cohesive, agile and resilient organisation with a more diversified business. He is a great colleague and team player. We wish him every success in this next step in his career’. Paul Verhagen, CFO: ’I have truly enjoyed my time at Fugro. -
Remuneration Report
REMUNERATION REPORT The first part of this report outlines the current remuneration ■ Performance related conditional shares and performance policy as adopted by the Annual General Meeting (AGM) on related conditional options as part of the long-term 6 May 2014. The second part contains details of the incentive instead of unconditional options. remuneration in 2014 of the members of the Board of Management and of the Supervisory Board. More The remuneration policy is also applicable to members of the information on remuneration and on share and option Executive Committee who are not a member of the Board of ownership of members of the Board of Management is Management. available in note 5.63 of the financial statements in this annual report. This remuneration report is also available on The revised remuneration policy was adopted by the AGM Fugro’s website. on 6 May 2014 and took effect retroactively as from 1 January 2014. This report has been prepared by the remuneration committee of the Supervisory Board. The main function of Labour market reference group this committee is to prepare the decision-making of the In preparing the revised remuneration policy, the Supervisory Board regarding the remuneration policy for the remuneration committee used external benchmark Board of Management and the application of this policy to information to assess market comparability of the the remuneration of the individual members of the Board of remuneration. The labour market reference group consists of Management. The remuneration policy will be reviewed every 14 Dutch listed companies of comparable scope with highly three years to verify its market conformity. -
Network Dynamics of the Dutch Business Elite
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Heemskerk, Eelke M. Book — Published Version Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite Provided in Cooperation with: Amsterdam University Press (AUP) Suggested Citation: Heemskerk, Eelke M. (2007) : Decline of the Corporate Community: Network Dynamics of the Dutch Business Elite, ISBN 978-90-5356-973-3, Amsterdam University Press, Amsterdam, http://dx.doi.org/10.5117/9789053569733 This Version is available at: http://hdl.handle.net/10419/181376 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by-nc-nd/3.0/ www.econstor.eu decline1.qxp 01-02-2007 09:46 Pagina 1 Decline of the Corporate Community decline1.qxp 01-02-2007 09:46 Pagina 2 decline1.qxp 01-02-2007 09:46 Pagina 3 Decline of the Corporate Community Network Dynamics of the Dutch Business Elite Eelke M.